According to the Deloitte India Executive Performance and Rewards Survey 2024, average CEO compensation stands at INR13.8 crore, up 40 percent compared with pre-COVID-19 levels. Every second CEO had a target compensation of more than INR10 crore in 2024, compared with every third CEO in 2020. CEOs who were also promoters or members of the promoter family are paid INR16.7 crore on average. Over the past four years, the ratio of promoter to professional CEO compensation increased significantly from ~1.0 to 1.3.
An analysis of CEO changes in BSE 200 companies (excluding PSUs) revealed that 45 percent of companies witnessed a CEO change over the past five years. Six of every 10 new CEOs are homegrown (internally appointed). The remaining four CEOs were external hires.
Anandorup Ghose, Partner, CHRO Programme Leader, Deloitte India, said, “Promoter CEO compensation outpacing professional CEO compensation is primarily driven by two factors. Professional CEOs change more often than promoter CEOs due to the longer tenure of promoter CEOs at an aggregate. But it is also important to note that the range of promoter CEO compensation is very wide, and that affects the higher averages.”
While CEO compensation has increased, more than 50 percent of target compensation is pay-at-risk. For professional CEOs, pay-at-risk at 57 percent is much higher than for promoter CEOs at 47 percent. Professional CEOs have 25 percent of their target compensation delivered through long-term incentives, which for most companies, is paid through share-linked incentives. COOs and CFOs continue to command the highest compensation premiums in India amongst the other CXOs. For these two roles, 44 percent of target compensation is at-risk, with almost half of it being driven through long-term incentives.
How we assess and reward CEO and CXO performance is changing
While assessing CEO and CXO performance, most companies use a holistic scorecard that includes a mix of financial and non-financial metrics and targets. However, incentives for CEOs and CXOs are still tilted towards financial company-level goals within those scorecards. Additionally, companies are transitioning towards a more structured approach to bonus payouts, and the role of discretion in compensation decision-making is on the decline.
With respect to long-term incentives, the report mentions two broad trends:
- The percentage of companies using share-based incentives continues to increase (75 percent in 2024 vs 63 percent in 2020).
- The prevalence of stock options, or ESOPs, continues to decrease (49 percent of companies in 2024 vs 68 percent of companies in 2020).
“Large Indian companies with more mature and globally aligned compensation practices are pivoting towards Performance Shares and use of multiple incentive plans for different employee cohorts. Conversations in the boardroom have also shifted from the need for share-based payment to the return from these incentive structures to stakeholders.” adds Anandorup Ghose.
